Tania-Joy Bartlett, a Master Electrician and workplace safety advocate, is using a recent interview to highlight the critical role of worksite culture in addressing Canada's severe shortage of skilled tradespeople. With the construction industry alone projected to need over 225,000 additional workers by 2027 according to the Construction Industry Training Board (CITB), Bartlett contends that retention hinges on more than technical training. She emphasizes that younger workers are particularly likely to leave roles where they feel unsafe or disrespected, stating that people walk away from how they are treated, not the work itself.
Bartlett explains that safety and respect function as practical, daily practices that directly influence productivity and retention. She cites examples from her decades of experience where simple interventions like daily check-ins and clear communication rapidly reduced mistakes and team tension. Research from organizations like the Health and Safety Executive supports this view, linking poor workplace culture to higher accident rates, with construction accounting for a significant proportion of fatal injuries. Studies also indicate that respectful workplaces report hazards earlier, preventing serious incidents.
The implications are especially significant for dense urban worksites operating under pressure from tight schedules, diverse teams, and public scrutiny. Bartlett notes that leadership and culture are most tested during these high-pressure moments. She argues that improving worksite culture is one of the fastest ways to stabilize the existing workforce and make skilled trades more appealing to new entrants. Rather than focusing solely on large policy changes, Bartlett calls for individual responsibility at all levels. She encourages supervisors to model clear communication, workers to speak up about hazards early, employers to address toxic behavior immediately, and mentors to guide rather than intimidate. Parents and educators, she adds, should present trades as skilled and respected career paths. Bartlett's perspective underscores that solving the labor crisis requires a fundamental shift in daily worksite interactions, where treating people properly is seen as a core operational necessity.
